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ENTERPRISE ARCHITECTURE
Randeep Sudan, GICT
Hanoi December 14, 2006
Winchester Mystery House
Winchester Mystery House
• House without an architect
• Located in San Jose, California
• Built by Sarah Winchester between 1884 and 1922
• 160 rooms, 40 bedrooms, 10,000 windows
• Rooms around rooms
• 65 doors to blank walls
• 24 skylights in floors
• 13 staircases go nowhere
What is Enterprise Architecture?
“Enterprise Architecture can be thought of as a whole of government blueprint and roadmap to guide how information systems and technologies are able to support the achievement of the Government’s Outcomes”.
Enterprise Architecture Final Report, June 2004 Tasmania.
Gartner on Enterprise ArchitectureSource: Enterprise Architecture Research Agenda, 2006
• Enterprise architecture is the process of describing, and the description of, the desired future state of an organization’s business process, technology and information to best support the organization’s business strategy.– Blueprint
• The definition of the steps required, and the standards and guidelines to get from the current state to the desired future state.– Roadmap
Why Enterprise Architecture?
“… investing in IT without defining these investments in the context of an architecture often results in systems that are duplicative, not well integrated, and unnecessarily costly to maintain and interface.”
US General Accounting Office
Information Technology: A Framework for Assessing and Improving Enterprise Architecture Management, (Version 1.1), April 2003.
The US Experience
• Clinger-Cohen Act 1996.– Requires among other things that the CIOs for major departments
and agencies should develop, maintain, and facilitate the implementation of architectures as a means of integrating business processes and agency goals with IT.
• E-Government Act of 2002– Established the OMB Office of Electronic Government
– The office’s responsibilities include overseeing the development of EAs within and across federal agencies.
South Korea
• The eGovernment Act of 2001 prohibits development of the same kind of software as developed in other government agencies for processing the same government business process.
• 234 city/district governments were found to have 21 common business processes in respect of residents, vehicles, land, buildings, environment, construction, health, welfare, livestock, fisheries, water supply and sewage. These processes have been standardized and redesigned since 1997.
• 23 existing finance related systems that were operating independently in various government departments have been interconnected and integrated into the National Finance Information System (NAFIS)
Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Four Operating Models
Process standardization
Pro
cess
inte
gra
tio
n
Low High
Low
Hig
h
Four Operating Models
Process standardization
Pro
cess
inte
gra
tio
n
Low High
Low
Hig
h
Diversification• Few data standards across business units• Most IT decisions made within business units• Makes sense if few if any shared clients, no overlapping transactions
Coordination• Consensus for designing IT infrastructure services• IT application decisions with business units• Makes sense for operationally unique business units or functions with shared clients
Unification• IT decisions made centrally• Centrally mandated databases• Makes sense for business units with similar or overlapping operations, catering to a common client pool
Replication• Standardized data definition• Data locally owned• Centrally mandated IT services• Makes sense for operationally similar business units with few, if any shared clients
Organizational Change
Process standardization
Pro
cess
inte
gra
tio
n
Low High
Low
Hig
h
Coordination
Diversification
Unification
Replication
Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Inception dates of various EA frameworks
• Zachman Framework, 1987• The Open Group Architecture Framework (TOGAF), 1995• Command, Control, Communications, Computing, Intelligence,
Surveillance and Reconnaissance (C4ISR), 1996• Treasury information Systems Architecture Framework
(TISAF), 1997• Federal Enterprise Architecture Framework (FEAF), 1999• Treasury Enterprise Architecture Framework (TEAF), 2000• Department of Defense Architecture Framework (DODAF),
2003• A new framework has been adopted every 15 months since the
Clinger-Cohen Act became law in August 1996
The Zachman FrameworkCanadian Business Transformation Enablement Program
What
DATA
How
FUNCTION
Where
NETWORK
Who
PEOPLE
When
TIME
Why
MOTIVATION
SCOPE(contextual)
Planner
BUSINESS MODEL(conceptual)
Owner
SYSTEM MODEL(logical)
Designer
TECHNOLOGY MODEL(Physical)
Builder
DETAILED REPRESENTATION(out of context)
Subcontractor
FUNCTIONING ENTERPRISE
Federal Enterprise Architecture
Performance Reference Model
Business Reference Model
Service Component Reference Model
Data Reference Model
Technical Reference Model
Bu
sin
ess
Dri
ven
Ap
pro
ach
31 lines of business132 sub-functions
Measurement indicators
Model Describes Drives
Performance Reference Model
PRMGoals, metrics BRM
Business Reference Model
BRMWhat the business is SRM
Service Component Reference Model
SRM
Capabilities to accomplish business
TRM, DRM
Data Reference Model
DRMData standards and definitions Common use of data
Technical Reference Model
TRMTechnology that does the tasks Investments
Business Value
Layers of Enterprise Architecture
Business
Solutions
Information
Technology
Business processes and activities use …
Applications such as custom or off-the-shelf software tools that run on …
Data that must be collected, organized, safeguarded, and distributed using …
Technology such as computer system and telephone networks.
Strategic Mission, Goals, Objectives, Performance Measures, Security Objectives, define…
IT
Arc
hite
ctur
e
Core Diagram: Delta AirlinesSource: Jeanne W.Ross et al, Enterprise Architecture as Strategy
Allocateresources
Prepare for flight
departure
Loadaircraft
Flight Departure
and closeout
Monitorflight
Flightarrival andcloseout
Unloadaircraft
Clean andservice aircraft
Personalization Digital relationships Loyalty programs
Customer experience
Operational pipeline
Skylinks Skymiles ReservationsTravelAgent
SkycapTicket
counterCrownroom
Boarding Inflight Baggage
Location Flight Schedule Maintenance
Equipment Employee Aircraft Customer Ticket
Nine core databases
Delta nervous system
Businessreflexes
Employee relationshipmanagement
EVENTS
PROFILE
Pagers
Voice
Video
Gatereaders
Cell phones
Desktops
Laptops Scanners
Reservationsystems
PDAs
Hand-heldsKiosks
NCS: Singapore’s eGovernment FrameworkS
take
hold
er T
rans
ition
Fra
mew
ork
eGov
ernm
ent F
ram
ewor
kBusiness Service Architecture
G2C G2B G2G
Delivery channels
Enterprise IT Architecture
Agency specific applications
Security Education Health Taxation
Management Retrieval Analysis
Information Architecture
Infrastructure Architecture
Application Architecture
Nationwide ICT Infrastructure
eGovernment Supporting Infrastructure
Bus
ines
s m
anag
emen
t
Tec
hnic
al S
tand
ards
InformationBank
LandHub
PeopleHub
EnterpriseHub
Cross agency applications
Government internal applications
Citizen relationship Business intelligence
Washington DC Before
• 21,000 employees (excluding public school system)• $5.4 billion budget• Services provided through 74 operating agencies
– 10 centralized e.g. purchasing, HR, IT, legal services
– 64 customer facing e.g. law enforcement, transportation
• January 1999 DC was half a billion dollars in debt• Public services ranked at bottom of big city ratings
Operating Tenets
• Single point of entry– All citizen requests to be routed to a central point of entry
• Guaranteed closure– Citizen requests once submitted will be fulfilled, no matter which
agency or how many agencies are involved
• Benign service delivery– Make it easy for citizens to deal with the government
Operating model
• Standardization of common processes• End to end integration of processes • Data sharing• Nine service modernization programs launched in 2001• Nine functional clusters: administrative, customer, educational,
enforcement, financial, human, motorist, property, transportation services
• Consolidation of servers, storage and software
• DC government improved “from worst to first”• Government Technology magazine named DC portal as the
number one Web portal in government• Cost of modernization program: $71 million• Measurable cost savings $150 million
Washington DC After
Summary of Enterprise Architecture Management Maturity Framework Version 1.1 (GAO)
Stage 1
Creating EA Awareness
Stage 2
Building the EA management foundation
Stage 3
Developing EA products
Stage 4
Completing EA products
Stage 5
Leveraging EA to manage change
Attribute 1
Demonstrates Commitment
Adequate resources exist.
Committee or group representing the enterprise is responsible for directing, overseeing or approving EA
Attribute 2
Provides capability to meet commitment
Attribute 3
Demonstrates satisfaction of commitment
Attribute 4
Verifies satisfaction of commitment
Return on EA investment is measured and reported.
Compliance with EA is measured and reported.
Maturation
The Importance of Standards: Baltimore Fire 1904
• Major fire in downtown Baltimore • More than 1,200 firefighters, 57 engines and 9 trucks arrive from 5 states and the District of Columbia• Fire crews unable to assist, because out-of-town hose couplings would not fit Baltimore fire hydrants• Within 30 hours:
• 70 city blocks devastated• 1,526 buildings destroyed
UK’s e-Government Interoperability Framework (e-GIF)
e-GIF
e-Gov Metadata Standard
GovernmentCategory List
GovernmentData Standards
Catalogue
XML Schemas Technical Standards Catalogue
Examples of Standards
• Two letter country codes eg. VN for Vietnam defined by ISO 3166-1
• ISO 8601 defines numeric representation of dates in the form YYYY-MM-DD
• TCP/IP standard developed and endorsed by the Internet Engineering Task Force (IETF) through RFC 2246. Part of the protocol relates to IP addresses in the form nnn.nnn.nnn.nnn where nnn is a number between 0 and 255
• W3C standards include HTML, XML, XSLT, XML Schema, RDF, Web services, XQuery and XPath
Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Enterprise Architecture Reporting Structure
IT StrategyArchitectureand Planning
InformationArchitect(s)
BusinessArchitect(s)
TechnicalArchitect(s)
SolutionArchitect(s)
Chief Architect
CIO
Gartner (April 2006)
Project Architects
InformationArchitect(s)
BusinessArchitect(s)
TechnicalArchitect(s)
SolutionArchitect(s)
Chief Architect
CIO
PMO
Support Staff
ProjectManager
ProjectArchitect(s)
Gartner (April 2006)
The Engagement Model
ALIGNMENT
Enterprisearchitecture
Municipal unitarchitecture
Project ITarchitecture
National Strategy and
goals
Municipal unitstrategy and
goals
Project plan
CO
OR
DIN
AT
ION
National level
Municipal level
Project team level
Business IT
Project management
Nationwide IT governance
Linking mechanisms
Adapted from Jeanne W.Ross et al. Enterprise Architecture as Strategy
More visionary role
ApplicationArchitect
EnterpriseArchitect
Chief Architect
EA ModelingTeam (Virtual)
Gartner (April 2006)
ApplicationArchitect
ApplicationArchitect
ApplicationArchitect
EA ModelingTeam (Virtual)
EA ModelingTeam (Virtual)
EA ModelingTeam (Virtual)
EnterpriseArchitect
EnterpriseArchitect
EnterpriseArchitect
Plan
Initial Research
ProjectInitiation
Best practices
3 ministries
Technical Teams
Workshops GEAF
Draft Plan& Workshops
ImplementationPlan
EngagementModel
AssessmentMethodology
Projectfinalization
FinalReport
FinalWorkshop
Draft Plan& Workshop
Training
Conclusion
• Focus on defining the right EA process, and spend less time debating and choosing an EA framework.
• Start the EA effort by devising a future-state architecture. • The secret of defining a great enterprise architecture is
knowing when to stop.• Large organizations are simply too complex to be designed by
a small group of enterprise architects, no matter how smart they are.
Source: Gartner
Thank You